report to: · transfer of public health commissioning responsibilities to local authorities . 1.3...

Agenda Item 5

Report to:

East Sussex Health Overview and Scrutiny Committee (HOSC)

Date: 20 June 2013

By: Assistant Chief Executive

Title of report: The New NHS Commissioning Landscape

Purpose of report: To consider an overview of the roles, plans and priorities of new NHS commissioning organisations which came into being on 1 April 2013.

RECOMMENDATIONS

HOSC is recommended to: 1. Consider and comment on the plans of local commissioning organisations.

1. Background

1.1 In July 2010 the Government published ‘Liberating the NHS’, a White Paper setting out proposals for major reforms to the NHS in England. Following a period of consultation, the Health and Social Care Bill was published in January 2011 and this received Royal Assent in March 2012. 1.2 The reforms involve major changes to NHS commissioning arrangements, including:

transfer of most commissioning responsibilities from Primary Care Trusts (PCTs) to Clinical Commissioning Groups (CCGs), led by local GPs.

creation of a national NHS Commissioning Board to oversee CCGs and to directly undertake commissioning of primary care and specialised services.

Transfer of public health commissioning responsibilities to local authorities 1.3 These reforms came into effect on the 1 April 2013 when CCGs and the NHS Commissioning Board, now known as NHS England, formally came into existence and took on their responsibilities. These bodies had been developing in shadow form over the previous year or so. Primary Care Trusts and Strategic Health Authorities were abolished on 31 March 2013. 1.4 A diagram summarising the new NHS commissioning structures is attached at appendix 1. 2. Local NHS commissioning organisations 2.1 In East Sussex, three CCGs have been created

Eastbourne, Hailsham and Seaford CCG Hastings and Rother CCG High Weald, Lewes, Havens CCG

2.2 CCGs are membership bodies, comprising all GP practices in their area, which elect a governing body made up primarily of GPs, but also including representatives of other health professionals in primary and secondary care and lay representatives. They have a core staff team supporting their work and buy in additional support services from Commissioning Support Units (CSUs) or other organisations. CCGs are statutory organisations with core governance requirements but there are variations in how they are structured. They also vary considerably in size across the country. 2.3 NHS England is a single national organisation, with four regions and 27 Area Teams, each with a common structure. East Sussex falls into the South region and the Surrey and Sussex Area Team. The Area Team is responsible for commissioning NHS primary care services (GPs, dentists, pharmacies and opticians) for East Sussex residents, plus more specialist hospital and

15

other services which are commissioned across a wider area than individual CCGs. The Area Team will also work with local CCGs to assure the development and delivery of their plans and will have a role in co-ordination across CCG areas. 2.4 The following representatives of the new NHS commissioning organisations will attend HOSC to give an overview of their role, plans and priorities:

Dr Greg Wilcox, Chief Clinical Officer, Hastings and Rother (H&R) CCG Dr Martin Writer, Chair and Dr Matthew Jackson, Chief Clinical Officer (designate),

Eastbourne, Hailsham and Seaford (EHS) CCG Catherine Ashton, Associate Director of Strategy for both the above CCGs Dr Elizabeth Gill, Clinical Chair and Frank Sims, Chief Operating Officer - High Weald,

Lewes, Havens (HWLH) CCG

Pennie Ford, Director of Operations and Delivery – NHS England, Surrey and Sussex Area Team (AT)

2.5 The CCGs’ presentation is attached at appendix 2 and the Area Team presentation at appendix 3. 3. Issues for HOSC to consider 3.1 HOSC is invited to consider and comment on the plans and priorities of local commissioning organisations, which are summarised in the attached presentations. HOSC will have opportunities at future meetings to consider more detailed plans in relation to specific topics identified in the committee’s work programme. 3.2 At this stage HOSC may wish to consider general issues, such as:

The extent of GP leadership of the CCGs plans and activities. How CCGs will work together on issues affecting the whole county. How CCGs will work across the county borders with neighbouring CCGs on issues of

common interest, and the role of the Area Team in co-ordinating this. How CCGs and the Area Team will engage with the population of East Sussex to

understand needs and experiences in order to inform commissioning decisions. How the new NHS commissioning organisations will work with other partners in the health

and social care system to address the key challenges in East Sussex, and the level of change anticipated.

SIMON HUGHES Assistant Chief Executive

Contact officer: Claire Lee, Scrutiny Lead Officer Telephone: 01273 481327

16

New NHS Commissioning Structures from April 2013 (summary) Appendix 1

Department of Health

- National policy - Annual mandate to

NHS England - Define NHS, Social

Care and Public Health outcomes

frameworks

NHS England (NHS Commissioning

Board) - Oversees CCG

performance and budgets - Commissions primary

care and specialist services

Regional offices x4 North

Midlands and East London South

Area Teams x27 Local: Surrey and Sussex,

Kent and Medway Lead local primary care/ specialist commissioning

and work with CCGs

Clinical Commissioning Groups (CCGs)

- Commission most NHS funded services - Work with local

authorities through Health & Wellbeing

Board and joint commissioning

Commissioning Support Units

(CSUs) - Hosted by NHS

England - Provide business

services e.g. procurement, IT, HR,

communications, analysis

- Market services to CCGs who can choose where they buy support

Commissioning

Management/oversight

Arm’s length

Providers of NHS funded services NHS Foundation Trusts/NHS Trusts, GP practices, other primary care providers (dentists, opticians,

pharmacies), independent sector, voluntary sector, social enterprises etc

17

1

An overview of the East Sussex clinical commissioning groups

Dr Greg WilcoxChief Clinical Officer, Hastings and Rother CCG

Dr Matt Jackson, Chief Clinical Officer DesignateDr Martin Writer, Chair

Eastbourne, Hailsham and Seaford CCG

Dr Elizabeth GillClinical Chair, High Weald Lewes Havens CCG

East Sussex Clinical Commissioning Groups June 201319

2

The East Sussex CCGs

East Sussex Clinical Commissioning Groups June 201320

CCGs are membership organisations, with strong clinical leadership, with wide clinical engagement

NHS England is responsible through the Surrey and Sussex Area Team for commissioning specialist services and primary care provision

Public health teams have moved from NHS to local authorities.

What’s different?

3East Sussex Clinical Commissioning Groups June 201321

4East Sussex Clinical Commissioning Groups

Who we work with

Our patients and

their carers

Service providers Neighbouring CCGs

Sussex CCG Executive and

Clinical Senate

HealthWatch East Sussex

NHS EnglandArea Team

Commissioning support

Health & Well‐Being

Board (Public Health)

Voluntary and

community sector

Clinical networksLocal Strategic Partnership

Kent, Surrey and

Sussex Academic

Health Science

Networks

Joint commissioners

Local authorities

June 201322

5East Sussex Clinical Commissioning Groups

Patient and public involvement

June 2013

The CCGs have lay members for PPI and communications and engagement strategies and plans detailing how people can shape local services and work with us to set priorities. These include:

• patient participation groups and forums

• open invitation events to discuss priorities with Governing Body members

• Critical Friends Partnership with partners in the voluntary and community sectors advising on PPI

• regular engagement with strategic voluntary sector groups

• partnership boards for joint commissioning

• workshops and focus groups with different communities.

23

6

Hastings and Rother CCG’s plans and priorities

Dr Greg Wilcox

Chief Clinical Officer

Hastings and Rother CCG June 201324

7

• 219 GPs in 32 practices in five localities – Bexhill, Rother, St Leonard’s, West Hastings and East Hastings

• 183,677 patients

• Budget of £253m for 2013/14, QIPP savings £8m

• Governing Body – GP members elected by GPs, two lay members, nurse member and secondary care doctor appointed through nationally defined process

• Governing Body meetings in public every other month

• Working particularly closely with Eastbourne, Hailsham and Seaford CCG, including joint chief operating officer and shared senior management team

• www.hastingsandrotherccg.nhs.uk

Hastings and Rother CCG

Hastings and Rother CCG fact file

June 201325

8

Our plans and priorities

Hastings and Rother CCG

• Our core purpose is to turn £253m of resources into the best possible health outcomes for our population

• The East Sussex Joint Strategic Needs Assessment has informed our priorities for 2013/14 together with the requirements of the national outcomes framework, other national guidance and the East Sussex Health and Wellbeing Strategy

• First annual business plan approved in May.

June 201326

9

JSNA‐focused priorities

• older people

• accidents and falls

• chronic disease

• mental health

• healthy lifestyles

• place of death at end of life.


10

We will be submitting three local measures to the East Sussex Health and Wellbeing Board:

1. Reduce by 25% the number of patients aged 65 and over admitted to hospital who don’t stay or have a procedure.

2. Ensure the take up of the intelligence based information system and contribute to reaching the East Sussex target of 1700 patients’ information on the system.

3. Increase the number of end life patients on individual participating GP practice palliative care registers.

Other local measures


11

Eastbourne, Hailsham and Seaford CCG – an overview of plans and

prioritiesDr Martin Writer

Chair Dr Matt Jackson

Chief Clinical Officer Designate

Eastbourne, Hailsham and Seaford CCG June 201329

12

• 110 GPs in 22 practices in four localities – Eastbourne Central, Eastbourne North, Hailsham and Seaford

• 185,958 patients

• Budget of £240m for 2013/14, QIPP savings £5.3m

• Governing Body – GP members elected by GPs, two lay members, nurse member and secondary care doctor appointed through nationally defined process

• Governing Body meetings in public every other month

• Working particularly closely with Hastings and Rother CCG, including joint chief operating officer and shared senior management team

• www.eastbournehailshamandseafordccg.nhs.uk


CCG fact file

June 201330

13



• Over 2013/14 we will deliver £240m of resources to ensure the best possible health outcomes for our population

• The East Sussex Joint Strategic Needs Assessment has informed our priorities for 2013/14 together with the requirements of the national outcomes framework, other national guidance and the East Sussex Health and Wellbeing Strategy

• First annual business plan approved in May.

June 201331

14

JSNA‐focused priorities

• older people

• accidents and falls

• chronic disease

• mental health

• healthy lifestyles

• place of death at end of life.


15

We will be submitting three local measures to the East Sussex Health and Wellbeing Board:

1. Ensure the take up of the intelligence based information system and contribute to reaching the East Sussex target of 1700 patients’ information on the system.

2. Increase the percentage of end life patients on individual participating GP practice palliative care registers.

3. Long term conditions – increase the percentage of patients referred to the community cardiology service and diagnosed with heart failure who are given a personalised care plan from 0% to 60%.



16

High Weald Lewes Havens CCG – structure and priorities

Dr Elizabeth Gill Chair

Frank SimsChief Officer

High Weald Lewes Havens CCG June 201334

17High Weald Lewes Havens CCG

CCG fact file

June 2013

• 125 GPs in 22 Practices• 2 localities• £196m 2013/14 budget• Primarily rural• 164,000 patients (93000

High Weald, 71000 Lewes Havens)

• No acute provider within our boundaries

• 4 Community hospitals

35

18


High Weald Lewes Havens CCG

• The current way healthcare is provided in the CCG’s area is unsustainable.

• We are determined to invert the current model of care and move away from a focus on buildings/specific providers to meeting the needs of our population.

• We will develop networks of care, primarily in communities, avoiding hospital admissions wherever possible.

June 201336

19

Priorities informed by the JSNA

• the best possible start for babies and young children

• preventing and reducing falls, accidents and injuries

• supporting those with special educational needs and disabilities

• long term conditions

• high quality end of life care.


20

Our three measures submitted to the East Sussex Health and Wellbeing Board are:

1. Increase the percentage of eligible patients offered a NHS health check to 10% and the take up percentage to 50%.

2. Increase the number of people attending stop smoking services who quit 4 weeks after setting a quit date by 3% to 868 quitters.

3. 1% reduction in the rate of emergency hospital admissions for injuries due to falls in people aged 65 and over per 100,000 population



Introducing the

Surrey and Sussex team

of NHS England

Presentation to East Sussex Health Overview and Scrutiny Committee 20 June 2013

39

The role of NHS England • The NHS Constitution establishes the principles and values of the NHS in England. It sets

out rights to which patients, public and staff are entitled, and pledges which the NHS is committed to achieve

• The NHS Mandate is structured around five key areas, the domains of the NHS Outcomes

Framework, where the Government expects NHS England to make improvements:

• preventing people from dying prematurely

• enhancing quality of life for people with long-term conditions

• helping people to recover from episodes of ill health or following injury

• ensuring that people have a positive experience of care

• treating and caring for people in a safe environment and protecting them from avoidable harm.

• Our Business Plan Putting Patients First, explains how we will deliver our mandate from the Government.

2 40

Responsibilities

3 41

Our ways of working • We are part of a comprehensive commissioning system that puts clinical

commissioning groups with their knowledge and understanding of patients’ needs, at the heart of the commissioning process, with clinical leaders making decisions for their local communities.

• NHS England is one organisation across the whole of England

• 1 National support centre in Leeds and a presence in London

• 4 regional teams in the north, midlands and east, the south and London

• 27 area teams

• Commissioning of public health services is undertaken by Public Health England (PHE) and local authorities, although NHS England commissions, on behalf of PHE, many of the public health services delivered by the NHS.

4 42

5

National Medical Director

Sir Bruce Keogh

Chief Nursing Officer

Jane Cummings

National Director for Patients & Information Tim Kelsey

Chief Financial Officer

Paul Baumann

National Director: Policy Bill McCarthy

National Director: HR

Jo-Anne Wass

Chief Operating Officer and

Deputy Chief Executive

Dame Barbara

Hakin (interim)

National Director: Commissioning Development Rosamond

Roughton

(interim)

Chief Executive Sir David Nicholson

Chairman Prof Malcolm Grant

Responsible for NHS England’s

four Regional and 27 Area teams

NHS England structure

43

NHS England in the South

Horley

Tonbridge

Reading (Regional office moving here August 2013)

Newbury (Current regional office) Oxford

Southampton

Saltash

Taunton (30 members of regional staff based here)

Bristol

Chippenham

6 44

Surrey and Sussex CCGs and hospital sites

NHS | Presentation to [XXXX Company] | [Type Date] 7 45

Surrey and Sussex area team structure

Medical

Director

Dr Andrew Foulkes

Director of

Nursing and

Quality

Julia Dutchman-

Bailey

Director of

Finance Marie Farrell

Director of

Operations

and Delivery

Pennie Ford

Director of

Commissioning

Sarah Creamer

Business Office Michele Newman – Business Manager

Sally Robson – Senior Admin Support

Director Amanda Fadero

8 46

What we do • Commissioning primary care (GPs, dentists, optometrists and pharmacists) across Surrey

and Sussex

• 2.8 million people: 2,700 GPs in 359 practices (223 in Sussex & 136 in Surrey)

• Specialist commissioning (Kent, Surrey and Sussex)

• 140 services across 5 programmes of care – Internal medicine, cancer and blood,

mental health, trauma, women and children. £1.2bn Commissioning budget

• Prison and military health commissioning

• Commissioned across the South

• Public health – screening and immunisation

• 3 screening programmes, and childhood and flu immunisations

• CCG development and assurance

• 12 CCGs (plus NE Hants & Farnham) £3.2 billion annual commissioning budget

9 47

• Emergency preparedness, resilience and response

• 2 local health resilience partnerships

• Clinical Senate and Strategic Clinical Networks (Kent, Surrey and Sussex)

• 12 Clinical Senates in England, 4 Clinical Networks – Maternity, Children and Young

People; Cardiovascular; Cancer and; Mental Health; Dementia and Neurological

Conditions

• System oversight; partnerships; and quality and safety

• 12 acute trusts; 2 mental health trusts and 4 community providers

• Health and Well-being Boards , Quality Surveillance Groups, Service change

assurance and support, Winterbourne View, Urgent Care Boards

10

What we do

48

Our relationship with local authority health scrutiny

Our relationship with local scrutiny may be changeable and complex depending on our focus and role over a particular issue. At any one time NHS England will be the:

• Consulter around development of primary care or specialised services as the commissioner

• Convener or facilitator of the health system

• Assurer of local Clinical Commissioning Groups

Committed to ensuring effective and constructive relationships to improve health, health

outcomes and experience

11 49

report to: · transfer of public health commissioning responsibilities to local authorities . 1.3...

Documents